Principle of Management Essay

From Scientific to AdministrativeBack around 1860, Henri Fayol, a then-young engineer, began working at a coal mine in France. While working at the mines, he noticed that managing the miners was not an easy job. Managing was not as effective as it could be. Managers had few resources and tools to better manage people. At the age, Frederick Winslow Taylor, founder of the school of scientific wariness, was making strides in maximizing productivity by focusing on the work and worker relationship. In other words, Taylor believed that there was a science to work. If workers worked more(prenominal) like machines, there would be increased productivity.Frederick Winslow Taylor founded the school of scientific management Unlike Taylors scientific management theory, Fayol believed that it was more than just work and workers. Managers necessary specific roles in order to manage work and workers. This became known as the administrative school of management and was founded on the six function s, or roles, of management1.Forecasting2.Planning3.Organizing4.Commanding5.Coordinating6.ControllingPrinciples 1-7These roles, use as a process, focused on the entire organization ratherthan just the work. Once broken down into sm whollyer parts, the six functions evolved into Fayols 14 Principles of Management. In this lesson, we will focus on the first seven principles1.Division of build2.Authority3.Discipline4.Unity of Command5.Unity of Direction6.Subordination of Individual Interests to the General Interest 7.RemunerationWhile Fayols 14 Principles of Management are not as widely used as they once were, it is important to understand how the foundation of administrative management theory was unquestionable to address the needs of the times. This macro approach was the first of its time. Lets not forget, Taylor did not focus on the human element. Henri Fayols principles of management focus on the human element His scientific approach to work focused on building a better, stronger , faster and more productive team through carnal elements. Fayol didnt see it that way. Fayol saw workers as humans possessing elements that required a more general approach to getting the work d star. He saw it as a whole organizational effort. Principles ExplainedLets take each principle and use examples to better understand how these principles work together to create an administrative management mindset. Lets use Fayol and the Principles, a rock bunch, to help us better understand the first seven of the 14 Principles of Management.1. Division of Work When employees are specialized, output can increase because they become increasingly skilled and efficient.Fayol and the Principles is made up of four members, including Fayol. Each great deal member specializes in a specific instrument or talent. Fayol is the lead singer, while the other members play instruments. The band is able to produce quality music because each performs the job in the band that he or she is most specialize d in. If we were to mix it up a bit and put Fayol onbass guitar and another member on singing neither of whom possesses the skill to perform the job the sound would be much different.2. Authority Managers must(prenominal) have the authority to break orders, but they must also keep in mind that with authority comes responsibility. Fayol and the Principles understand that they should specialize in their specific areas however, there needs to be a leader. Fayol assumes the role as leader and gives every iodin and only(a) orders. He says Play this. Do that. But with that comes responsibility. He knows that, whatever job he delegates to the band, he must make sure that the task is completed, that the task is done in a productive way and that it yields results. 3. Discipline Discipline must be upheld in organizations, but methods for doing so can vary.From time to time, the band members do not perform to Fayols standard. Even though Fayol looks at the organization as a whole organiz ational effort, he also knows that he must administer discipline for ineffectiveness. Two of Fayols band members decided to take a break from practice to play a competitive high of Pin the Tail on the Donkey. He must administer swift discipline in line with the offense. He also knows that there is no one discipline that can be levied against the band members. It must be done on a case-by-case basis. In this case, the two band members were penalized pay for the time spent playing a game when they should have been practicing for their show.4. Unity of Command Employees should have only one direct supervisor. Multiple people sometimes give orders. In the case of the rock band, Fayol is in charge. This is expressed by the name of the band and implied by the orderly way in which work is delegated. Fayol is the only soul to give direction.5. Unity of Direction Teams with the same objective should be working under the direction of one manager and using one plan. This will get a line tha t action is properly coordinated.Just like unity of command, it is important for Fayol to keep the band on asingle track, course or direction. wizard manager. One plan. One vision.6. Subordination of Individual Interests to the General Interest The interests of one employee should not be allowed to become more important than those of the group. This includes managers. Fayol knows how to maintain a balance betwixt personal endeavors and those of the greater good. Fayol and the Principles are a rock band. This is their purpose, their identity. If one of the members feels differently, regardless of how strongly he feels, this self-interest, or individual interest, is not more important than those of the band and its members. 7. Remuneration Employee satisfaction depends on fair remuneration for everyone. This includes financial and non-financial compensation. When it comes to payday, Fayol knows that he must pay the band and pay them fairly. This includes money and perks. It is tempt ing to take all of the backstage perks and keep them for himself, like free T-shirts and sodas, but by sharing the rewards, Fayol has a much more satisfied team.Lesson SummaryIn summary, Fayols 14 Principles of Management serve the organization as a whole. By dividing the work into specialized and specific jobs, workers are able to work more efficiently. Small management units who oversee functional areas of the organization are now able to assign work and hold workers accountable for their production. This makes it easier to measure productivity. Once a system of function is in place and productivity can be monitored, it is easier to determine who is performing and who is not performing. Managers are able to selectively and individually discipline workers who fall shortly of goals quickly and in the correct measure. Having just one manager assigned to a team takes away any task confusion. Workers have only one supervisor directing them. With only one supervisor directing work, it is easy to motivate employees to buy into one plan. This minimizes self-interest. With only one manager managing the work of one team, which shares one vision, compensating the team can be done fairly.